Difinition of upgrad

SME s Upgrading, is foremost a continuing process of learning, reflection, information and acculturation in order to acquire new attitudes, entrepreneurs reactions and behaviors as well as dynamic, innovative management methods.


The upgrade process goes through several steps, but each company will have its own path, according to its specificities. We identify four main steps:

Step 1: The trigger is a preparatory step which aims to make the company's manager realize his shortcomings and those of his company. This step is carried out through a pre-diagnosis which is a first quick upgrade in which the business problems are identified and validated.
Step 2: The adoption of good management practices and the establishment of a functional organization, it is during this stage that the company's functions will be implemented or optimized if they don't exist or are poorly organized. The company takes shape.

Step 3: The functional development: at this level the company engages its upgrade itself on the actions of specific order and on the basis of gains of the previous steps.


These actions include:


Strengthening of human resources at different levels, the business leader learns to delegate responsibilities, to make work a team and to have confidence in the skills.
• Better understanding of the markets and the positioning of the SMEs
• The Implementation of management tools and methods in different domains depending on the sector
• Actions in this domain can affect project management in a construction enterprise, scheduling, launching or production management in an industrial enterprise, stock management, calculation of costs.
• This list is not exhaustive, the actions are identified according to the actual needs of SMEs


Step 4: Anticipation and conformity with international standards, at this stage the business manager starts anticipating the future of the company ,and is committed to sophisticated type actions, such as:

 

  • The Implementation of quality systems for certification according to international standards such as ISO 9001 , GMP , ISO 22000 , etc. .
  • CE , action plans for export
  • Developing a business strategy, partnership projects
  • Implementation of R & D, technology watch

In summary, the upgrade is not a single operation limited in time. No company can say: "I finished my upgrade" Especially if we must take into account the permanent changes that occur in the technical, commercial and financial environment of the SME. It is in this sense that we can't limit the upgrade to a certification process that is called itself to be maintained and improved.

It is rather, a path marked with upgrade action; every action has content and specific, measurable objectives, and determines the next.

The business manager may at any time take a pause from the process of upgrading, or allow a time of consolidation of the previous upgrade actions gains. 

In addition, the upgrade process is essentially immaterial. It is not to change at any given time its equipment or expand its production potential.
"In the upgrade, the issue is not to have the car, but to know how to drive"
The acquisition of equipment is part of an economic decision process for which specific aids are laid down in accompaniment to the upgrade.

MODÈLE POUR L’ÉLABORATION D’UNE STRATÉGIE GLOBALE D’ENTREPRISE

Il est connu et reconnu que les dirigeants de PME consacrent peu de temps et d’efforts à la détermination et à la définition de leur stratégie d’entreprise, étant trop occupés par la gestion courante de leurs opérations.   lire la suite   Commenter

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Notre Revue (A tout PME)

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